The New Language of Talent Management

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Capital is being superseded by creativity and the ability to innovate—and therefore by human talents—as the most important factors of production. If talent is becoming the decisive competitive factor, we can be confident in stating that capitalism is being replaced by “talentism.”

From 20th Century Capitalism To 21st Century TalentismCompetitive advantage in the 20th century industrial economy was driven by access to capital, economies of scale and the ruthless pursuit of production efficiencies. Employees were often seen as cogs in the industrial machine.

In the 21st century connected economy businesses in every sector are being disrupted as technology, globalization, and greater access to capital have removed the barriers to entry that once protected market leaders. Start-ups, driven by a new millennial mindset, are becoming billion dollar companies overnight with instant access to global markets.

From Efficiency Inc. To Creativity Inc.Innovation has replaced efficiency as the driver of competitive advantage in the connected economy. Business leaders around the world recognize that innovation is driven by recruiting, developing and retaining the best talent.

PwC Study Shows Human Capital Issues Top-of-Mind For CEOs

• 63% said availability of skills was a serious concern• 58% are worried about rising labor costs in high- growth markets• 93% recognize the need to change strategy to attract and retain talent

Talent management will define the winners and losers of the connected economy. But in the same PwC study, only 34% of CEOs said that HR is well prepared to capitalize on the transformational trends that are impacting their business.

What You’ll Learn From This ReportTalent Management programs built for the industrial economy will no longer suffice. This report focuses on six areas where the transformational trends of technology, globalization and the millennial mindset can be used to create a talent management program to meet the needs of the connected economy.

Introduction

- Klaus Schwab, Founder of the World Economic Forum

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Six Pillars of Talent Management

From: bureaucratic annual reviews

From: check the box, corporate-driven org.charts

From: show me the money

From: finding clones to fill retirees’ shoes

From: extracurricular activity

To: dynamic business drivers

To: outside the box, employee-focused experiences

To: a life of fulfillment

To: opening up the multicultural boardroom

To: strategic recruitment and development tool

From: square pegs for square holes

To: game-changers who can shape the futureRecruitment

Learning Management

Career Development

Rewards & Compensation

Goals & Performance

Succession Planning

1. Recruitment

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81% of CEOs say that their business always looks to equip employees with new skills

Recruiting for Agility And CollaborationRecruitment in the industrial economy was driven by the principles of the mass markets it served. Templates were developed in the form of rigid job descriptions. Candidates were judged on trust and efficiency based on a résumé of standard accomplishments. Skill requirements for specific jobs were well-defined and paramount. Ability was measured in years of experience.

In the connected economy, the ability to learn and collaborate are as important as current experience and individual skill-sets. CEOs are looking for agile workforces who can adapt to fast-changing market conditions, learn on the job and collaborate to create new solutions.

From square pegs for square holes to game-changers who can shape the future

Future-Proofing Your WorkforceEstablishing minimum standards for specific job skills is still a critical part of the recruitment process. But the ability to look beyond current abilities and assess the capacity to learn and adapt are critical in hiring a workforce for the connected economy, as Google’s senior VP of people operations, Laszlo Block explains:

If it’s a technical role, we assess your coding ability, and half the roles in the company are technical roles. For every job, though, the number one thing we look for is general cognitive ability, and it’s not I.Q. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information. We assess that using structured behavioral interviews that we validate to make sure they’re predictive.

Recruitment: From square pegs for square holes to game-changers who can shape the future

- PwC 2015 Global CEO Survey

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If you recognize that, and you manage a global team, it can be a huge advantage to have some team members who see the forest while others see the trees. But if you’ve hired the people who are the most similar to

your own culture, then you lose out on the advantage of diversity.

Treating English Fluency Like Any Other Job Skill While globally diverse teams increase innovation and creativity, as well as bringing you closer to your local markets, they can also present challenges for workforce communications.

Progressive global businesses treat English fluency like any other job skill, with English assessments becoming an integral part of the recruitment process. As with other skills, benchmarks for minimum standards should reflect the communication needs of the initial position, while integrated learning programs can broaden the potential talent pool. Candidates with inadequate English can bring their skills up to standard with on the job training.

Jumping Into The Global Talent PoolIn the industrial economy only the multinational giants could play on the global stage. In the connected economy, start-ups are becoming billion dollar companies overnight because of their access to global talent as well as global consumers.

As business becomes more globalized recruiters need to appreciate the value that global candidates can bring in terms of cultural diversity and local market knowledge. But as INSEAD Professor, Erin Meyer, told Strategy+Business magazine, this means having the courage to step outside traditional comfort zones:

One problem that arises—and this often happens with U.S. companies—is that they have a strong American culture in their organization. When they’re in China, for example, and are hiring Chinese employees for their company, they’re choosing the most “American” Chinese talent they can find.

Internally, that makes things easier. But it has two clear disadvantages: First, it may make it more difficult for these firms to be close to their customers. Second, people in various parts of the world are trained since childhood to see things differently.

Recruitment: From square pegs for square holes to game-changers who can shape the future

71% of participants say they actively search for talent in different geographies- PwC 2015 Global CEO Survey

2. Learning Development

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“Our candidates today are not looking for a career… they’re looking for an experience”

Learning Management Is Now A Boardroom IssueIn the industrial economy learning at work was an extracurricular activity that took employees away from their “real work” and disrupted the lives of colleagues around them. A classroom-dominated approach delivered abstract learning conditions, with employees often struggling to apply new skills back in the workplace.

Learning programs were driven by the needs of the employer and often aimed merely to establish conformity across the workforce.

To meet the changing needs of the connected economy learning programs need to play a central role in developing an agile workforce. Blended learning approaches—where the majority of learning happens on-the-job— ensure newly-developed skills are immediately benefiting the business, as well as employees and the colleagues around them.

Senior business leaders increasingly see shortages of skills as a major impediment to executing their business strategies. As the economy improves, and the market for high-skill talent tightens even further, companies are realizing they cannot simply recruit all the talent they need, but must develop it internally.

- Global Human Trends 2015 by Deloitte

Making Learning A Two-Way StreetLearning programs that are driven equally by the needs of the employee and the employer can also play a major role in the recruitment and retainment of talent. Today’s millennial workforce places great value on continuous learning environments. In survey after survey, their message is clear—if they’re not learning, they’re leaving.

Aligning a learning management program closely to the recruitment process meets both the desires of millennial recruits for a continuous learning environment, and the needs of connected organizations to build and develop agile workforces.

Learning and development issues exploded from the number eight to the number three most important talent challenge in this year’s study, with 85 percent of survey participants rating learning as a “very important” or “important” problem.

- Global Human Trends 2015 by Deloitte

One-third of Millennials ranks training and development opportunities as a

prospective employer’s top benefit.- Millennial Branding and Monster.com

Learning Development: From extracurricular activity to a strategic recruitment and development tool

- Bersin by Deloitte

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Technology Transforms Learning The advances in technology that are helping drive the connected economy can also enable talent management programs to revolutionize the area of learning management. Technology can reduce costs while bringing greater personalization, flexibility and efficacy to learning programs.

But as Deloitte discovered, this is an opportunity that many organizations still need to take advantage of:

While employees now demand a personalized, digital learning experience that feels like YouTube, many companies are stuck with decades-old learning management systems that amount to little more than a registration system or course catalog.

Research shows that less than 25 percent of companies feel comfortable with today’s digital learning environment.

Peer-to-Peer Learning Still Adds ValueWhile technology can transform learning programs, it needs to be combined with the value of personal mentoring, coaching and teaching. Even technology-driven companies like Google ensure they unlock the value of their own experts as part of their overall learning plan with its Googler-to-Googler program. Giving employees teaching roles makes learning a natural part of the way employees work together, avoiding the potential abstraction of “HR sessions.”

Learning to Fix Your Weakest LinksIn the industrial economy, power and decision-making typically lay in the hands of the few. In the connected economy, power comes from collaboration, and in an agile workforce everyone needs to be trusted to make the right decisions.

This means today’s learning programs can’t be focused around the “chosen few.” Every employee must become part of a continuous learning culture.

Learning Development: From extracurricular activity to a strategic recruitment and development tool

From extracurricular activity to a strategic recruitment and development tool

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The Best Places To Work Know How To Learn The importance of focusing on every employee was highlighted by Fortune magazine as one of the three key trends exemplified by companies on its 2015 list of Top Places to Work:

Each of the 100 Best Companies has leaders who genuinely listen to their employees and craft distinctive policies and programs that suit today’s workforce. The perks listed in our brief descriptions of these firms are only the tip of the iceberg in workplace cultures where every employee is considered important.

We like the observation of Scott Scherr, founder and CEO of Ultimate Software: “The true measure of a company is how they treat their lowest-paid employees.”

Zappos Makes Learning Part Of The CultureOnline shoe retailer, Zappos, lists learning as one of its 10 cultural values— #5. Pursue Growth and Learning.

ZapposU is available to every employee, with training subjects dictated by employees as well as the company. Teams are encouraged to take classes together to help translate classroom learnings to on-the-job improvements. Different departments throughout the company teach classes, and the company regularly invites guest speakers and thought leaders to “expose employees to different kinds of thinking.”

Employees are also given the opportunity to develop individual skills with direct access to online content and training aids. ZapposU classes are offered on-site during the work day with just one stipulation—Zappos employees must be on the clock while attending a class!

Learning Development: From extracurricular activity to a strategic recruitment and development tool

3. Goals & Performance

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Finally, one can only hope that 2015 will see the death of the “annual performance review.” These bloated, over-engineered, mandatory rituals are a waste of time, are hated by everyone and actually do nothing to foster high performance.

Replace Annual Appraisals With Continual Check-InsPerformance reviews in the industrial economy were an annual ritual, often despised by employee and manager alike. A backward-looking system would seek to align past performance feedback with current value. A single score often determined a year’s compensation. Forced-ranking systems outweighed future potential.

Performance reviews in the connected economy are characterized by regular check-ins, not an annual event. Forward-looking discussions are focused on future improvement, as part of a continuous learning program. Ongoing check-ins make performance—not compensation—the focus of discussions.

• 58% of executives believe that their current performance management approach drives neither employee engagement nor high performance

• 89% of executives recently changed their performance management process or plan to change it within 18 months

- Global Human Capital Trends 2015 by Deloitte

Performance Management Serves Greater Cultural ObjectivesMany talent management programs are recognizing the importance that performance reviews can play in driving company culture and employee engagement, both of which are assuming greater importance in the connected economy.

Performance management is being reinvented for a new, forward-looking purpose: to serve as an efficient, focused business process that improves employee engagement and drives business results. They tend to focus less on evaluation and more on agile goal setting, regular feedback, coaching, and development. They shift the focus away from forced distribution rankings and much more toward helping managers coach people to succeed.

- Global Human Capital Trends 2015 by Deloitte

Goals and Performance: From bureaucratic annual reviews to dynamic business drivers

- Patty McCord, chief talent officer at Netflix from its inception through 2012

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Focus Employees On Performance not PayAnnual reviews also tend to be directly linked to compensation decisions. Inevitably this means that discussions are focused primarily on an employee’s level of pay rather than on useful feedback, coaching, and performance improvement.

Informal Check-Ins Deliver Real-Time ImprovementsMany companies are finding regular and less formal feedback to be more effective than scheduled reviews. Employees appreciate the opportunity to provide ongoing input, while any performance issues can be identified and addressed in real time.

High-potential young employees want regular feedback and career progression advice, not just “once and done” reviews. And companies are finding significant gaps in leadership and capabilities that need to be addressed.

- Global Human Capital Trends 2015 by Deloitte

In a separate study, Gallup found that employees whose managers hold regular meetings with them are almost three times as likely to be engaged as employees whose managers do not hold regular meetings with them.

Great managers don’t just tell employees what’s expected of them and leave it at that; instead, they frequently talk with employees about their responsibilities and progress. They don’t save those critical conversations for once-a-year performance reviews.

- Harvard Business Review: What Great Managers Do To Engage Employees

Goals and Performance: From bureaucratic annual reviews to dynamic business drivers

From bureaucratic annual reviews to dynamic business drivers

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Checking In With Adobe In 2012, Adobe abolished its performance review system after Donna Morris, senior vice president of global people resources, noticed that voluntary attrition always spiked in the months after review time.

Adobe’s new check-in culture revolves around clear expectations, frequent feedback—both positive and constructive—and no ratings or rankings.

Different parts of the business can even determine when they should hold check-in conversations. For example, if engineering is on a schedule of eight-week development sprints, managers might decide to hold check-ins every eight weeks.

Voluntary attrition has decreased substantially, suggesting that employees who are performing at the top of their game feel valued, and employees who have room to improve feel supported and encouraged. Managers can make their own decisions about salary increases and are trained on the most effective ways to make those decisions.

According to Morris, the change has also had a dramatic impact on corporate culture: It’s liberating people. It has really helped to create teamwork instead of individualism, which is critical in a creative company. This is an opportunity for us to not just say that our people are our most important asset, but to actually live those words.

Agile And Transparent Goal SettingOKR (Objectives and Key Results) is a system originally developed by Intel and subsequently adopted by companies such as Google, to bring simplicity, transparency and efficacy to the practice of goal-setting and evaluation.

Google sets OKRs at a company level, team level, managerial level, and personal level. They all work together to keep the company on track. All OKRs from Larry Page on down are public within the company to help employees understand what colleagues are focused on and build a sense of shared purpose and commitment across the company.

The grading process is designed to take only a few minutes, with the emphasis being on the benefits of the process rather than the scores themselves. OKRs are not used by management to determine promotions, instead they provide a simple and straightforward list of items to help employees focus on doing their job.

Goals and Performance: From bureaucratic annual reviews to dynamic business drivers

4. Career Development

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The CEO and the Strategy group determine the plan beforehand, and Finance keeps score after the fact. Everything in between depends on the people in the organization. That’s where HR can exert influence, both directly and indirectly. By attracting and retaining talent, by developing people to their fullest potential and especially by creating the right environment.

Developing An Agile WorkforceIn the industrial economy, career development was driven by tenure with the exception of the few favored high potential employees. Career development meant reaching the next rung on the corporate ladder. Progress meant managing the people who do the job you used to do.

In the connected economy, it has become vital to maximize the output of every employee. Providing opportunities and support for the “masses in the middle” to advance is as vital as grooming the people at the top. Agile workforces require constantly evolving skill sets, with career development plans that often create brand new roles to meet the needs of employer and employee alike.

Good talent managers think like businesspeople and innovators first, and like HR people last.

- Patty McCord: Chief Talent Officer, Netflix, 1998-2012

Align Career Development With Business RequirementsCareer development in the connected economy is about identifying the rapidly changing needs of the business, and then creating development opportunities for employees to meet those needs, as Lisa Buckingham, EVP, Chief Human Resources Officer, Brand & Enterprise Communications at Lincoln Financial Group explains:

Before the beginning of each year, we sit down with the business leaders to talk about what they see as the emerging skills and the talent gaps. The leadership team spends a great deal of time in those conversations. It’s a little about workforce planning, but it’s more looking inside, looking at our skill sets and performance reviews to identify any trends. Do we need to create development plans to address those trends? Or customize programs if we see a skills gap?

Career Development: From check the box corporate-driven org. charts to outside the box employee-focused experiences

- HR and Marketing: Power Partners - Patricia Nazemetz & Will Ruch

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Connect Career Development To A Greater Purpose According to author Dan Pink in Drive: The Surprising Truth About What Motivates Us, we are all looking for careers that offer a certain amount of autonomy, the chance to develop and exhibit mastery, and the opportunity for our work to serve a greater purpose than we could achieve alone.

Talent managers who put these motivational drivers—purpose, autonomy, and mastery—at the center of their programs will appeal to the millennial mindset’s greater expectations for career development.

Millennials, who now make up more than half the workforce, are taking center stage. Their expectations are vastly different from those of previous generations. They expect accelerated responsibility and paths to leadership. They seek greater purpose in their work. And they want greater flexibility in how that work is done.

- When Millennials Take Over: Jamie Notter and Maddie Grant

Tours of DutySome companies are going so far as to rethink the entire employee/ employer relationship. In their book, The Alliance, Reid Hoffman (co-founder of LinkedIn), Ben Casnocha, and Chris Yeh present a model of employment where the organization and the employee negotiate a series of “tours of duty.”

For each tour, the employee and the company clarify what each side gets out of the relationship, offering a number of different types of tours to guide employees at different stages of their career. This perfectly reflects the digital mindset’s emphasis on offering more to what they call the “middle class” of employees.

Companies have long devoted resources to crafting personalized roles and career paths for their stars. Companies such as General Electric rotate promising young executives through a series of assignments to help them gain experience in different functions and markets. Yet it is possible— indeed, necessary— to extend this personalized approach to all employees using the tour of duty framework.

As the world becomes less stable, you can’t just rely on a few stars at the top to provide the necessary adaptability.

- When Millennials Take Over: Jamie Notter and Maddie Grant

Career Development: From check the box corporate-driven org. charts to outside the box employee-focused experiences

5. Rewards & Compensation

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Increase transparency around compensation, rewards and career decisions. Take the mystery out of compensation decisions, and provide greater transparency to employees regarding their career development. Create a meaningful rewards structure that regularly acknowledges both large and small contributions made by employees.

In the industrial economy, compensation was driven by individual rewards for individual performance. Salary, bonuses, stock options and pension plans were linked to individual output and increased in value as employees progressed up the org. chart.

In the connected economy, where group collaboration is more important than individual performance, compensation needs to reward desired behaviors, as well as individual output. While fair pay and benefits remain the bedrock of compensation, today’s employees are attracted to work cultures that improve their quality of life, as well as their bank balance.

Tailor Packages To Global WorkforcesIn the connected economy, it’s essential to understand how preferences for different types of rewards and compensation can vary across geographies. A study by consulting group EY, which looked at securing and retaining top talent in emerging markets identified the following preferences among workers in the BRIC countries:

For in-demand talent, steady income is more valuable than variable or equity-based compensations. Clarity about future career paths and the associated earnings matters more than a competitive salary today.

The EY study also identified the following differences across BRIC candidates:

• Clear career paths including future earning potential are especially attractive in Brazil and India

• Secure and steady income in the present is particularly important in Russia

• Stock options or other forms of equity-based pay and high future earnings had a higher rank in China than other countries suggesting a long-term orientation

The report also concluded that non-cash benefits were being underutilized as a tool for recruiting and retaining talent across the BRICs:

All cultures rated education and training the highest. This is a demand that can obviously be fulfilled to the benefit of both employer and employees alike. However career management support, benefits such as flexible working arrangements, and other benefits related to work-life balance—which are highly valued—are not currently well provided.

Rewards and Compensation: From show me the money to a life of fulfillment

- PwC’s NextGen: A global generational study 2013

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Change The Culture By Rewarding Desired BehaviorsThe industrial economy was driven by internal efficiencies. The connected economy is driven by customer delight and satisfaction. This cultural shift can be accelerated by innovative thinking around rewards and compensation.

Zappos turns the traditional call center compensation system on its head by rewarding employees for the time they spend on the phone with a customer, not by the number of calls they can race through in an hour.

Build Trust And Collaboration With A Culture of Transparency While millennial workers are ambitious and strive for financial success, 88 per cent prefer a collaborative work culture to a competitive one. They also understand the value and the inherent potential of transparency, and they are perplexed at the secrecy and “need to know” cultures that were the norm in the industrial economy.

While older generations view organizations in the context of hierarchy, Millennials are more focused on collaboration and equality. They care less about titles, status, and salaries. They are more drawn to projects that connect with their strengths and abilities and favor managers that support them through training and development.

Millennials want to create an honest and open culture where there aren’t barriers between workers of different levels, and everyone knows what’s going on in the company. As social networks penetrate the workforce, they will help open up companies even more.

- Forbes: 10 Ways Millennials Are Creating The Future Of Work

Growing The Whole Pie With Transparency At Whole Foods Whole Foods, Inc. actually shares all of its salary and bonus data internally. In other words, everyone at Whole Foods knows how much money everyone else makes (or at least they have access to that information if they want it).

Whole Foods doesn’t share this information just to be provocative. It shares compensation info (and other business data as well) to enable the individuals and teams at their stores throughout the country to make better decisions.

Bonuses at Whole Foods are team based, so if you manage the produce department at a Whole Foods in Orlando and your department achieves certain metrics, it triggers a bonus for your whole team. By making salary and bonus data available, you could see, for example, when the produce team in Nashville suddenly starts making big bonuses, and you could reach out to them to see what they are doing to achieve those results. You could then learn from their experience and apply that insight to your own store. And if it works, of course, your team will then get bonuses, and you may find the produce manager from Sacramento calling you to learn from your experiences.

The end result is a system that is agile and can make quick changes based on market conditions, without the center of the organization having to figure it all out and tell the stores what to do. The system learns from itself, makes better decisions, and performs better, but that layer of transparency enables these results.

- When Millennials Take Over: Jamie Notter and Maddie Grant

Rewards and Compensation: From show me the money to a life of fulfillment

6. Succession Planning

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With three decades of experience in the consumer packaged goods industry, it’s clear to me that diversity will become a competitive advantage in a global economy for companies that are willing to open their minds and embrace change. The best companies will build culturally-diverse leadership teams and workforces with divergent backgrounds, perspectives and ideas.

Recruiting For Agility And CollaborationIn the industrial economy succession planning was about ensuring continuity at the top. It was about staying the course, not rocking the boat. Stability was the goal. Executives were often judged against their predecessor’s strengths, and groomed to follow in the their footsteps.

In the connected economy succession planning is about identifying and developing top talent across the entire organization. It’s about enabling diversity to flourish and ensuring leaders are equipped for future challenges not past history.

Succession Planning Needs To Assume Strategic ImportanceAccording to Deloitte’s 2015 study of Global Human Capital Trends, high-performing companies spend 1.5 to 2 times more on leadership than other companies, and reap results that are triple or quadruple the levels of their competitors.

However the same study reveals that far too few organizations are making succession planning the strategic imperative it needs to be in a talent-

driven economy:

• only 32% of organizations have a steady supply of leaders at the top levels

• only 18% regularly hold their leaders accountable to identify and develop successors.

• only 10% of organizations believe they have an “excellent” succession program

• 51% state that their programs are weak or have none at all

In the rapidly changing business environments of the connected economy, talent management programs must understand the business priorities ahead, identify the leadership challenges those priorities will create, and develop the best talent across the organization to meet them.

Succession Planning: From finding clones to fill retirees’ shoes to opening up the multicultural boardroom

- Denise Morrison, President & CEO at Campbell Soup Company

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Diversity In Succession-PlanningIn the connected economy, one of the key objectives of any succession planning program must be to identify and develop diverse talent to assume the leadership roles of tomorrow.

A globalized economy requires global leadership, and a growing about of evidence is emerging to support the development of diverse leadership teams.

Moving From Diversity To Inclusion Succession plans must embody a corporate culture that values and embraces the unique strengths of diverse candidates, rather than just identify candidates from minority groups who conform to the status quo.

The value of having more women in leadership positions is compromised if you only promote those women who behave like men. Similarly talent from overseas is less valuable if it is judged on conforming to US thinking.

A McKinsey study of European and Asian businesses revealed that companies with a higher-than-average number of female executives were as much as 47% more profitable than their competitors.

A study by the American Management Association found that companies with senior managers from non-European descent reported sales growth 13% higher than their competitors.

An ethnically diverse team leads to “greater innovativeness, greater creativity, quality decision-making and eventually financial performance,” according to a study by the Malaysian University Tunku Abdul Rahman.

Having global diversity in the C-Suite makes a business more likely to optimize for global growth. Consider Google’s Sergey Brin (Russia), Facebook’s Eduardo Saverin (Brazil), and Microsoft’s Satya Nadella (India). Even Steve Jobs was the son of a Syrian immigrant.

- Harvard Business Review:7 Traits of Companies on the Fast Track to International Growth

Succession Planning: From finding clones to fill retirees’ shoes to opening up the multicultural boardroom

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How L’Oréal Drives DiversityJavier San Juan is currently President of L’Oréal’s Hispano-American Zone, having previously held positions at L’Oréal in Spain, Russia, Romania and Argentina, before moving to Canada in 2006.

During his time in Canada, he developed an 11-person leadership team to include five women and six different nationalities, and led a cultural change to develop diverse talent across the organization, as his Chief Marketing Officer, Marie-Josée Lamothe, explained to Strategy Magazine:

He recognizes the value of debate from a lot of different backgrounds.

The company has made generational training—teaching people how to work with different age groups—mandatory for all staff. This includes a full-day leadership course for director-level employees, where they learn how to be effective leaders for different generations.

Beyond this, managers are also encouraged to find career advancement opportunities for staff (with a focus on women) outside of the L’Oréal offices, such as sitting on boards of non-profits (giving them board experience, which can be difficult to come by otherwise) or attending industry conferences (offering employees, especially those in more junior roles, a chance to network).

Senior staff members are evaluated annually against diversity benchmarks. So [we’re asked], are we aware of different stereotypes? Do we have diverse profiles within our teams? Are we willing to challenge the status quo?

- Strategy: Moving the needle on C-Suite diversity

Succession Planning: From finding clones to fill retirees’ shoes to opening up the multicultural boardroom

From finding clones to fill retirees’ shoes to opening up the multicultural boardroom

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Do you want to become more fluent in thenew language of talent management?

Next Steps

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SourcesAdobe - The Dreaded Performance Review? Not at Adobe

Deloitte - Global Human Capital Trends 2015

Forbes - 10 Ways Millennials are Creating the Future of Work

Fortune - The Best Employees in the U.S. Say Their Greatest Tool is Culture

Harvard Business Review - 7 Traits of Companies on the Fast Track to International Growth

Harvard Business Review - What Great Managers Do to Engage Employees

Jamie Notter and Maddie Grant - When Millennials Take Over

Lifehacker.com - The Most Valuable Traits in a Potential Employee, According to Google

Patricia Nazemetz and Will Ruch - HR and Marketing: Power Partners

PwC - 2015 Annual Global CEO Study

PwC - NextGen: A Global Generational Study

Strategy - Moving the Needle on C-Suite Diversity

Strategy + Business - Erin Meyer Can Make Your Global Team Work

ImagesAll photography reproduced under royalty-free license from Thinkstock by Getty Images.

© 2015 Pearson English, a division of Pearson plc